Search

Displaying 1 - 12 of 12

Lesson
The implementation arrangements ensured that the provincial health offices, as implementing agencies, were stakeholders of the reforms. Rather than simply following instructions from the center, the provinces were involved in the program, better understood the reform objectives, and supported the implementation of the HSRS.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Implementation of government’s priorities. Involving the provincial and district levels and strengthening their capacity to identify and address the local needs reflected the government’s Sam Sang initiative, giving provinces and the districts more responsibilities and authorities. The reforms offered an opportunity to effectively apply the new policy, resulting in a strong government support for HSGP. ADB’s capacity-building activities at the provincial level in previous health projects provided useful experience to better target technical support at all levels.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Supplementing programmatic assistance with sufficient, targeted technical assistance (TA) is effective in achieving reforms

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
A multiple tranche arrangement ensures satisfactory progression of reforms and strengthens government accountability for the reforms.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
Participatory development and full alignment of reform programs with country strategies and plans foster strong ownership and commitment from the government.

Project Number: 47137-003, 47137-006
Project Name: Health Sector Governance Program (Subprograms 1 and 2)
Report Date:
Lesson
The traditional project management structure may need to be reconsidered when implementing a sector development plan (SDP).

Project Number: 40354-013
Project Name: Health Human Resources Sector Development Program
Report Date:
Lesson
Procurement procedures for outputs financed by ADB and the government budget are different.

Project Number: 40354-013
Project Name: Health Human Resources Sector Development Program
Report Date:
Lesson
Policy dialogue for an SDP goes beyond the concerned sector and requires dialogue with other agencies and government officials.

Project Number: 40354-013
Project Name: Health Human Resources Sector Development Program
Report Date:
Lesson
The interim restructuring of the program, at the request of the government, lowered the total program cost to the government. It also put greater emphasis on the program’s design features than on embedding the program deeper within public institutions. This may have been fiscally expedient but will have long-term costs that are hard to measure now. The government may have employed the program’s national consultants after it decided to fund SP2 and SP3, but ADB is unlikely to receive information on the results.

Project Number: 40003-013
Project Name: Poverty Reduction and Millennium Development Goals Acceleration Program
Report Date:
Lesson
Private health providers can play an important role when developing a network of quality health services in rural and other underserved areas. The needs of private sector entities and small-scale health providers, however, are different. Easy access to credit by small-scale providers, in itself, is insufficient. Needs and constraints also should be addressed. This covers (i) technical support—referral networks, continuous training, and colleagues’ advice; and (ii) family support—access to schools for children, work opportunities for the spouse, safety, and other needs and constraints.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date:
Lesson
The project was complex and involved many stakeholders (DBP, DOH and PHIC, LGUs, private sector venture, small-scale private providers, and local beneficiaries). A careful stakeholder analysis involving consultations with all participants to identify needs, constraints, and potential benefits could have improved the project design, its assumptions, and risk mitigation strategies.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date:
Lesson
Project ownership is important. With DBP, a financial institution as executing agency, DOH did not have primary responsibility for this health project. Inter-sector collaboration can bring significant benefits but is not easy: it requires significant efforts and a clear governance structure with specific reporting and coordination mechanisms. Leadership is essential and needs to be carefully established to ensure effectiveness and efficiency. The HSIAC should have been more actively involved and better coordinated the project.

Project Number: 41664-013
Project Name: Credit for Better Health Care Project
Report Date: